Quality Management Plan 1

Transcription

1 BIGHORN VALLEY HEALTH CENTER PRINCIPLES OF PRACTICE Category: Quality Title: C3 Quality Management Plan Quality Management Plan 1 I. STRUCTURE OF THE QUALITY MANAGEMENT PROGRAM A. Definition of Quality Bighorn Valley Health Center (BVHC) believes that the health status of patients is positively impacted by the quality and safety of care delivered at BVHC. We believe that quality and safety include all facets of our organization: clinical, managerial, administrative and facility related. All organizational improvement activities center on improving quality and safety, and all quality-related activities ultimately have the potential to impact the health of our patients. We affirm that the quality process begins with our organizational mission, our vision, our strategic plan and our core values. All quality-related activities are focused on designing, implementing, monitoring and improving a total system to meet these constructs. Consistent with this focus, Quality is the degree of excellence of our processes, performance, decisions and human interactions. Dale Benson, MD, CPE, FACPE BVHC s definition and resulting application of quality, and its inclusion of appropriate Quality Assessment and Quality Improvement activities, will at all times remain consistent with the ambulatory care standards of The Joint Commission, the appropriate guidelines of the Federal Tort Claims ACT (FTCA), and the definition of quality health care as set forth by the Bureau of Primary Health Care (BPHC) as the provision of appropriate services to individual and populations that are consistent with current professional knowledge in a technically competent manner, with good communication, shared decision making and cultural sensitivity. Quality health care is evidence-based, increases the likelihood of desired health outcomes, and addresses six aims safe, effective, patient-centered, timely, efficient, and equitable using a systems approach to continuously improve clinical, operational and financial domains. B. Purpose The purpose of Bighorn Valley Health Center s Quality Management (QM) Program is to enhance patients health and safety, continuously improve patient perceptions of care, enhance staff morale, and improve organizational efficiency and effectiveness. Our QM Program will enable us to achieve our vision of quality in all that we do by continuously improving the degree of excellence of our Center s processes, provider and support staff performance, decisions, and human interactions. C. Scope of Program The scope of the QM Program is comprehensive and includes all clinical and administrative departments and activities that have a direct or indirect influence on the quality, safety and outcome of care delivered to all BVHC patients. This scope includes primary care, dental, family planning, behavioral health, and all support services. 1 Adapted from The Quality Management Plan: A Practical, Patient-Centered Template, June 2011, NACHC, Dale Benson, Peyton Townes, Daniel Dobbs. Page 1

2 All services will be approved by BVHC to ensure compatibility with scope and provider coverage under FTCA guidelines. For services provided to BVHC patients through written agreement (specialists, hospital) BVHC will perform all necessary due diligence before signing the agreement. Through this mechanism, BVHC will ensure that patients receive acceptable quality of care in these external settings. D. Program Accountabilities and Responsibilities 1. Accountability. Bighorn Valley Health Center Board of Directors is ultimately accountable for the quality of care provided at Bighorn Valley Health Center. The Board holds the Chief Executive Officer accountable for the efficient and effective functioning of the QM Program. 2. Responsible Individuals a. The Chief Operating Officer (COO) has overall operational responsibility for the QM Program. This position reports to the Chief Executive Officer (CEO). b. The Chief Clinical Officer (CCO) is specifically responsible for the provider performance assessment and improvement component of the QM Program. This position also reports to the Chief Executive Officer. The CCO is also responsible for recommending provider credentialing and recredentialing requirements to the Board in accordance with BPHC Program Information Notice (PIN) , to minimize BVHC s exposure to malpractice claims. These recommendations address both the requirements for credentialing and the specific application of those requirements in ongoing practice. E. Organizational Structure 1. Board of Directors The Board of Directors will take an active fiduciary role in the continual improvement of quality and safety at Bighorn Valley Health Center. The Board reviews and approves the overall QM Program annually, receives and acts upon reports presented to it by the QM Program, and ensures the availability of resources and systems to support all QM activities. 2. Board Quality Assurance (QA) Team The Board Quality Assurance Team is a standing committee of the Board of Directors that monitors the ongoing effectiveness of Bighorn Valley Health Center QM Program and ensures that the Board fully understands and is actively involved in it. The QA Team comprises at least two Board members, and is staffed by BVHC s Chief Operating Officer and/or the Chief Clinical Officer and meets at the discretion of the chair at least every other month. 3. Corporate Quality Team (CQT) The Corporate Quality Team (CQT) is a staff team that has the responsibility to oversee all of the QA/QI activities at BVHC. This Committee also addresses all corporate- level issues that relate to quality and patient safety. The CQT reports its activities and findings to the Board Quality Assurance Team. BVHC recognizes the important role of leadership in its QM Program, as well as the need for broad-based representation from all Center stakeholder groups. Accordingly, the CQT includes the members of the Senior Leadership Team, the Chief Clinical Officer, representative providers, representatives of other major job categories, and representatives of Health Center programs. The CQT meets monthly, and the chair is appointed by the Chief Executive Officer. Page 2

3 F. Integration and Coordination Bighorn Valley Health Center s QM Program is fully integrated into BVHC s ongoing operations through participation of all departments, disciplines and cross functional groups/ teams. The Risk Management and Utilization Review and credentialing programs are closely coordinated with the overall QM Program. The Director of Quality/ COO coordinates the QM Program with active assistance from the Chief Executive Officer, the Chief Clinical Officer, the CQT and the Board Quality Assurance Team. G. Improvement Approach Bighorn Valley Health Center concurs with the systematic improvement approach described by The Joint Commission in the Improving Organization Performance chapter of the ambulatory care accreditation standards manual. Each of the five steps for organizational improvement (below) has been carefully addressed and has been built into Bighorn Valley Health Center s QM Program. Select Measures: Measures are selected that are meaningful to our organization and that address the needs of the patients we serve. Measures to be included reflect all essential components of Bighorn Valley Health Center s total program. These measures relate to processes, performance, outcomes, appropriateness of decisions, and patient/staff satisfaction. Collect Data: Data are collected for all measures included in the program. Data are displayed using charts and graphs as appropriate. Analyze Data: Data are analyzed to identify trends, patterns, and performance levels that suggest opportunities for improvement. Analysis is based upon both predetermined benchmarks (internal and external) and statistical quality control techniques as appropriate. Take Action to Improve: Processes are continuously and systematically improved using appropriate methodologies. Monitor Changes: Newly designed processes or procedures, when implemented, are then reassessed (through measurement) at predetermined intervals. In addition, the program s improvement approach is consistent with FTCA guidelines, specifically the reduction of malpractice exposure through a Risk Management program that generates improvements in response to claims data (see III. C.). H. The Role of Leadership and Management in the QM Program The philosophy of Bighorn Valley Health Center is that the QM Program focuses on both Quality Assessment activities (monitoring and evaluation of important aspects of care) and the supporting and ongoing monitoring of Quality Improvement activities. The effectiveness of this program is the direct responsibility of BVHC leadership. Leadership and management are ultimately responsible for the selection and prioritization of measures to be included in the program, the frequency and efficient collection of data to be monitored and evaluated, and the prioritization and actual effectiveness of improvement activity. I. Confidentiality and Conflict of Interest The QM Program will be conducted in such a manner as to ensure organizational compliance with appropriate policies concerning Confidentiality and Conflict of Interest, as well as with all Health Insurance Portability and Accountability Act (HIPAA) requirements concerning patient/staff confidentiality and privacy issues. Page 3

4 II. THE ESSENTIAL COMPONENTS OF QUALITY MANAGEMENT OVERVIEW Bighorn Valley Health Center s QM Program has three fundamental components Quality Assessment (through measurement and evaluation), Quality Improvement (both clinical and organizational), and provider-specific quality activities. The CQT meetings, and any departmental quality meetings, focus on monitoring and encouraging these three activities throughout the organization. A. Quality Assessment In the Quality Assessment phase of BVHC s QM Program, the leadership and management of Bighorn Valley Health Center select important components of our total program (clinical, managerial, administrative and Bighorn Valley Health Center Quality Management Plan) that have the potential to impact the health and safety of our patients, directly or indirectly. For each of these components, specific indicators are developed or selected, measured and monitored on a continuing basis. The CQT tracks these activities, as well as all resulting improvement activities. 1. Indicator Selection The management of the Health Center, in conjunction with the CQT, is responsible for the selection of quality and safety indicators to be included in Quality Assessment activity. BVHC will begin with a few basic indicators and then add more indicators over time as the Quality Assessment phase matures and becomes more comprehensive. Management will select indicators to be included from both external and internal sources. External sources could include, but not necessarily be limited to, Uniform Data System (UDS) clinical outcome and quality measures; relevant Healthcare Effectiveness Data and Information Set (HEDIS) indicators; measures resulting from Health Disparities Collaborative activities; health care and business plan required measures; and other currently available indicators that may have been developed by professional societies and/or state or local peer review organizations. Internal sources could include evidence-based, Center-specific indicators that represent important aspects of care as delivered by Bighorn Valley Health Center, including things such as the accuracy, legibility and timeliness of medical records; the performance of the medication management system; and patient perceptions of safety and quality of care. Other areas for indicator development that Bighorn Valley Health Center will address over time include: a. Indicators flowing from BPHC requirements and performance improvement activities, including patient satisfaction, access, quality of clinical care, quality of the workforce, work environment, cost, productivity, health status and outcomes b. Indicators resulting from the Institute of Medicine s six Aims for Improvement, including safe care, effective care, patient-centered care, timely care, efficient care and equitable care c. Pay for Performance Measures d. The Joint Commission s National Patient Safety Goals Page 4

5 2. Indicator Measurement For each indicator, management develops a plan for how data will be collected and how often the data will be reviewed by the CQT. In addition, management sets specific targets for each indicator to include a goal and a quality action point (threshold at which formal quality improvement activity should be seriously considered). Data are then collected according to the plan, summarized, displayed in user-friendly format and presented to the CQT on a scheduled basis. 3. Indicator Assessment The CQT will analyze the data for each indicator and determine whether Quality Improvement activity must take place. The Team will analyze the data with respect to both Center-specific trends and external benchmarking standards, as well as in relation to the threshold (quality action point) originally determined by management. The Team also analyzes and compares internal data over time to identify patterns. 4. Indicator Reporting The results of indicator measurement activity are reported throughout the organization via the minutes of the CQT. 5. Indicator Tracking When the CQT directs that Quality Improvement activity must take place, management then has responsibility for selecting and training an improvement team and ensuring that needed improvement actually occurs. The CQT will track the progress of the improvement activity at each of its subsequent meetings until actual improvement has been documented. When the improvement activity has been completed, the CQT will then periodically re-analyze the ongoing data to ensure that the improvement activity has been successful and that the results are sustained over time. B. Quality Improvement Bighorn Valley Health Center has identified four primary methods (including improvement teams and reengineering teams) for resolving problems identified in the Assessment phase and for improving organizational performance. The CQT will support and monitor teams involved in Quality Improvement activity and will ensure that all replicable results of the Health Disparities Collaboratives and other appropriate internal and external entities are available to Bighorn Valley Health Center improvement teams. In addition, the CQT will ensure that the teams are appropriately trained and adequately supported by management. Once a team completes its improvement activity, the CQT will periodically reassess the issue addressed to ensure that improvement is effective and ongoing. The four primary methods for resolving problems or responding to opportunities for improvement are as follows: 1. Process Improvement Teams (Based on the Nolan Accelerated Model for Improvement, developed by Thomas W. Nolan, PhD, Senior Fellow at the Institute for Health Care Improvement) Process Improvement Teams are appointed by management and are charged with improving a process by developing responses to the following fundamental questions: a. What are we trying to accomplish? (setting aims) b. How will we know that a change is actually an improvement? (establishing measures) c. What changes can we make that will result in improvement? (selecting changes) Page 5

6 The team then designs and implements (with the support of management) the Plan/Do/Study/Act (PDSA) cycle to test improvement ideas. The improvement plan must include both a baseline measurement and a built-in mechanism to determine the effectiveness (and, when appropriate, the replicability) of the improvement. The CQT monitors progress of the improvement activity. If the PDSA cycle is successful, the resulting change is then implemented. 2. Root Cause Analysis Root cause analysis is required by The Joint Commission as an in-depth methodology for reaching an understanding of what went wrong in the event of significant adverse incidents or sentinel events. These could include things such as medication errors and adverse drug reactions. A root cause analysis team is appointed by management. The team follows pre-established protocol to carry out its analysis. 3. Proactive Risk Assessment Proactive risk assessment is also a requirement of The Joint Commission. As opposed to root cause analysis, a proactive risk assessment is about reaching an understanding of what could go wrong before it actually does go wrong. It involves fixing a process before an untoward event occurs. At least annually, management appoints a Proactive Risk Analysis Team. The team is charged with conducting an in depth analysis of a high-risk, highvolume or problem- prone process, and then, based on the analysis, recommending a process improvement plan. 4. Reengineering When it is determined that major process improvement must take place or that certain processes are so dysfunctional that they must be completely redesigned, Bighorn Valley Health Center will initiate reengineering activity. The Chief Executive Officer will appoint a Reengineering Team. This team will be fully trained in reengineering techniques, and every team will be assigned a facilitator skilled in reengineering. The CQT will monitor all reengineering activity. C. Provider Performance Assessment and Improvement 1. Clinical Guidelines The provider staff has identified/developed Bighorn Valley Health Center s specific evidence-based clinical guidelines in order to design or improve processes that evaluate and treat specific diagnoses, conditions, or symptoms. These guidelines are grounded in national standards. The provider staff monitors for guideline effectiveness. In addition, the provider staff has developed and the Chief Clinical Officer is responsible for health assessment/maintenance plans and clinical outcome indicators. Specialty practitioners are consulted as needed in the ongoing development of these items. 2. Peer Review and Clinical Guidelines Audits The Chief Clinical Officer is responsible for ensuring that Peer Review Audits and Clinical Guidelines Audits are conducted as scheduled and designed to provide periodic assessment of the appropriateness of utilization of services and the quality of services. These audits are based upon a systematic collection and evaluation of patient records and are conducted by our physicians or other licensed health care professionals under the supervision of our physicians. Each question on these Audits becomes an indicator in the Quality Assessment phase, with a predetermined target, a plan for data collection, and a schedule for frequency of review. 3. Provider Performance Improvement Activity When the necessity for Quality Improvement activity is identified and documented as the result of Peer Review and Clinical Guidelines Audits, the Chief Clinical Officer appoints provider representatives to a process Page 6

7 improvement or reengineering team as appropriate. Necessary changes (improvements) will be instituted when indicated. 4. Integration with Organization-wide QM Program The Chief Clinical Officer is responsible for the resolution of any clinical problems identified, as well as for ongoing Quality Improvement activity in the clinical area. Provider Quality Improvement activities are continuously monitored by the CQT. III. ADDITIONAL COMPONENTS OF THE QM PROGRAM A. Utilization Management Bighorn Valley Health Center s Utilization Management program provides a comprehensive process through which review of services is performed in accordance with both quality clinical practices and the guidelines and standards of local, state and federal regulatory entities. The Utilization Management program is designed to monitor, evaluate and manage the quality and timeliness of health care services delivered to all Bighorn Valley Health Center patients. The program provides fair and consistent evaluation of the medical necessity and appropriateness of care through use of nationally recognized standards of practice and internally developed clinical practice guidelines. B. Credentialing, Recredentialing and Privileging BVHC s credentialing and privileging processes accomplish initial credentialing, required recredentialing, and specific privileging for all contracted and employed providers. This ensures appropriate qualifications to provide care and services and verifies the absence of any State and Centers for Medicare and Medicaid Services (CMS)- imposed sanctions. Specific quality indicators addressing the credentialing and privileging processes are part of BVHC s QM Program. In addition, provider credentialing requirements (per BPHC PIN ) will be specifically detailed in writing by the Board of Directors, based on recommendations from Center management (especially the Chief Clinical Officer). C. Risk Management Bighorn Valley Health Center s Risk Management program monitors the presence and effectiveness of patient risk minimization activity, including incident reports, sentinel events, infection control, lab quality control and patient safety. These risk minimization activities will be proactive whenever possible, incorporating safeguards against exposure to medical malpractice into BVHC policies and procedures. Improvements to related processes and policies will also result from QM activities based on malpractice claims data whenever appropriate. The Corporate Compliance program is also a part of Risk Management. The total Risk Management program is closely integrated with Bighorn Valley Health Center s Quality Management Program. D. Health Records Bighorn Valley Health Center will achieve continued excellence with respect to its health records. These records will be maintained in a manner that is current, detailed, secure, and enabling of effective, confidential patient care and quality review. Health records will reflect all aspects of care and will be complete, accurate, Page 7

QUALITY MANAGEMENT PROGRAM INTRODUCTION To assure services are appropriately monitored and continuously improved, ValueOptions has developed and implemented a comprehensive (QMP). The QMP includes strategies

STATEMENT BY ALAN RAPAPORT, M.D., M.B.A. PHYSICIAN SURVEYOR THE JOINT COMMISSION BEFORE THE NEW MEXICO HEALTH AND HUMAN SERVICES COMMITTEE AUGUST 13, 2012 Background I would like to take this opportunity

Quality Improvement Program Section M-1 Additional information on the Quality Improvement Program (QIP) and activities is available on our website at www.molinahealthcare.com Upon request in writing, Molina

Introduction Molina Healthcare of Michigan serves Michigan members in counties throughout the state since 2000. For all plan members, Molina Healthcare emphasizes personalized care that places the physician

Guide to the National Safety and Quality Health Service Standards for health service organisation boards April 2015 ISBN Print: 978-1-925224-10-8 Electronic: 978-1-925224-11-5 Suggested citation: Australian

February 1, 2011 Physicians on Hospital Boards: Time for New Approaches It s rule one of good governance: All members of a not forprofit governing board have a fiduciary responsibility to act in the best

A. ValueOptions' Network Department As part of the efforts to develop a state-of-the-art behavioral health system in Texas, ValueOptions recognizes and acknowledges the provider network is not only crucial

About this Manual This new accreditation manual contains Joint Commission International s (JCI s) standards, intent statements, and measurable elements for home care organizations, including patient-centered

North American Partners in Anesthesia Corporate Compliance Plan VERSION EFFECTIVE: JANUARY 2015 CONTENTS Introduction and Mission 1. Corporate Commitment to Compliance: Code of Conduct 2. Written Compliance

American University of Beirut Medical Center Quality, Accreditation and Risk Management Program (QARM) Quality Improvement Workshop April 2011 Purpose of the Workshop This four-day condensed workshop is

Title: Population Health and Quality of Care Improvement Director (PHQCI) Job Summary: Reporting directly to the COO the PHQCI is responsible for the day to day activities of National Health Services (NHS)

ID Prefix Tag (X4) R000 R200 Provider's Plan of Correction (Each corrective action must be cross-referenced to the appropriate deficiency.) Submission and implementation of this Plan of Correction does

A. IEHP Quality Management Program Description A. Purpose: The purpose of the QM Program is to provide operational direction necessary to monitor and evaluate the quality and appropriateness of care, identify

National Commission for Academic Accreditation & Assessment Standards for Quality Assurance and Accreditation of Higher Education Programs Evidence of Performance Judgments about quality based on general

1. Purpose [Name of Program] [Year] Risk Management Plan The purpose of the Risk Management Program is to support the mission and vision of [Name of Program] as it pertains to clinical risk and consumer

Board Certification Examination There are 175 questions on this examination. Of these, 150 are scored questions and 25 are pretest questions that are not scored. Pretest questions are used to determine

ROLE OF PSYCHIATRY IN HEALTHCARE REFORM SUMMARY REPORT A REPORT BY AMERICAN PSYCHIATRIC ASSOCIATION BOARD OF TRUSTEES WORK GROUP ON THE ROLE OF PSYCHIATRY IN HEALTHCARE REFORM 2014 Role of Psychiatry in

Credentialing and Privileging of Licensed Independent Practitioners The following standards apply to individuals permitted by law and the organization to provide patient care services without direction

JANUARY 14, 2013 I. Preamble The University of Texas Health Science Center at Houston (UTHealth) is committed to ensuring that its affairs are conducted in accordance with applicable laws and regulations.

Page No. 1 of 13 Introduction: The PHI Air Medical, L.L.C. is to be used by employees, contractors and vendors to get a high level understanding of the key regulatory requirements relating to our participation

The Vanderbilt University Medical Center Nursing Staff Bylaws Approved: January 1980 Revised: May 1990 Revised: May 1992 Revised: March 1996 Revised: October 2003 Revised: November 2004 Revised: November

Frederick Regional Health System Corporate Compliance Program Standards of Conduct Mission Statement It is the mission of Frederick Regional Health System (FRHS) to contribute to the health and well-being

Competencies for Nurse Leaders in Long Term Care National Validation March 2001 American Health Care Association TENA(R) Sponsorship Program from SCA Hygiene Products Part 1 Directions: Place a check mark

2015 Quality Improvement Program Description Approved by the Board of Directors: March 19, 2002; April 22, 2003; April 20, 2004; April 26, 2005, April 25, 2006, February 27, 2007, March 25, 2008, March

Page 1 of 6 Nurse Credentialing and the POLICY STATEMENT To describe the procedure for credentialing and privileging of Advanced Practice Nurses (APRNs), nurses in expanded roles, and non-hospital employed

Risk management is an integral component of a healthcare firm's standard business practice. Healthcare Providers Service Organization (HPSO) and Nurses Service Organization (NSO), the administrators of

HIPAA and Network Security Curriculum This curriculum consists of an overview/syllabus and 11 lesson plans Week 1 Developed by NORTH SEATTLE COMMUNITY COLLEGE for the IT for Healthcare Short Certificate

10 Core Knowledge Areas for Board Certification in Healthcare Management Business This area includes knowledge that pertains to specific areas/concepts of the organization (e.g., marketing, business planning,

General HIPAA Implementation FAQ What is HIPAA? Signed into law in August 1996, the Health Insurance Portability and Accountability Act ( HIPAA ) was created to provide better access to health insurance,